與過去的企業相比，「人」這項因素在現在的企業更加被重視，為影響組織績效之不容忽視的要素，人力資源管理亦為重要性與日俱增之學科。而在組織中，最重要的人即為領導者，領導者表現的行為、領導型態，被認為與組織表現是否優異有絕對的相關性。除了領導型態之外，亦有學者認為組織文化為影響組織績效之重要因素。 以往文獻大多為探討領導型態、組織文化、組織績效三者中兩兩之間之關係，將三者綜合進行探討之文獻較少。因此，本研究之研究目的，即為將組織文化視為中介變數，探討領導型態是否透過組織文化，而影響組織績效。此外，本研究嘗試將組織績效以平衡計分卡四構面之概念衡量，期能使此方面之相關內容更加充實。 本研究係以我國上市櫃公司為研究對象，並採取問卷調查與統計分析法來探討三者之間的關係，發現之結果如下： 一、領導型態對組織績效之影響，是透過組織文化中介之結果。 二、若領導者之領導型態偏向交易型，透過建立支持型組織文化，可提升學習與成長構面組織績效；透過建立創新型組織文化，可提升財務構面、顧客構面及內部程序構面組織績效。 三、若領導者之領導型態偏向轉換型，透過建立創新型組織文化，可提升財務構面及顧客構面組織績效；透過建立支持型組織文化，可提升學習與成長構面組織；透過建立階層型、支持型或創新型組織文化，可提升內部程序構面組織績效。 / Compared with the enterprises before, the factor “human” has been more important to the enterprises nowadays, and it is an essential which can not to be ignored. Human resource management is also a subject which is considered more and more important. In an organization, the most important human is the leader. The behavior and leadership that showed by the leader are thought to have absolute relationship with the organizational performance. In addition to leadership, some scholars also think that organizational culture is an important factor to have an effect on organizational performance. Most of the studies before talked about the relations between leadership and organizational culture, leadership and organizational performance, organizational culture and organizational performance. The studies that talked about the relationship between those of three are less. So, the objectives of this study are taking organizational culture as a mediator, and finding out that whether leadership pass through organizational culture to have an effect on organizational performance. Besides, this study tried to measure organizational performance with four sets of Balanced scorecard, and hoped that this study can make the contents of this aspect become more abundant. The public firms are the research objects of this study, and both questionnaire survey and statistics analysis are used. We found that: 1. Leadership pass through organizational culture to have an effect on organizational performance. 2. If the leadership is transactional, the organization can improve their leaning and development performance by setting up supportive cultures. The organization can improve their financial, customer and internal process performance by setting up innovative cultures. 3. If the leadership is transformational, the organization can improve their financial and customer performance by setting up innovative cultures. The organization can improve their leaning and development performance by setting up supportive cultures. The organization can improve their internal process performance by setting up bureaucratic, supportive or innovative cultures.